Human Resource Management And Organizational Performance

2125 Words Jun 28th, 2015 9 Pages
1. The textbook outlines six (6) theoretical HRM models in the first chapter. These models encompass various relationships between HR activities and goals with regards to strategic human resource management (SHRM), and provide different focus and value in terms of firms’ business strategies. The six models are, as follows:
The Fombrun, Tichy and Devanna model focuses on four HR activities (selection, appraisal, performance, and rewards), the dependent relationships of each on the other, and connects these four components to organizational performance (Bratton & Gold, 2012, p. 18). This model relates to SHRM in that it takes into account the need to align a company’s HR policies and practices with its overall business strategy (Bratton & Gold, 2012, p. 18).
The Harvard model bases its theory on six (6) HR aspects including situational factors, stakeholder interests, HRM policy choices, HR outcomes, long-term consequences, and a feedback loop regarding outputs flowing back into the organization and to stakeholders (Bratton & Gold, 2012, p. 19). This model relates to SHRM in a comprehensive way, with all decisions made and activities undertaken having an effect on a firm’s strategic goals, and with the relationships between each aspect being two-way (Bratton & Gold, 2012, p. 20).
The Guest model offers a unitarist view on HRM, including factors such as HR integration into strategic management, employee commitment, organic organizational structure, and complete utilization of…
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